How to use this book

Who this book is for

This book was written for individuals who use or select AI in hiring and HR tasks. The primary readers are Recruiters who entrust job posting drafts to AI, HR directors who review the introduction of AI document screening or AI interview tools, line managers who receive scores or summaries generated by AI to make decisions, and HR operations specialists who operate internal HR chatbots and performance management tools.

The questions these readers encounter every day are simpler than one might think: "Can this wording be published as is?", "Can this information be entered into AI?", "What should be done if an applicant rejected by AI asks for the reason?", "A score disparity is visible; is this a problem?", "Who has the authority to stop this tool?". This book weaves together and explains the statutes, official guidelines, and operating principles required to answer these questions.

An understanding at the level of the AIDAN white belt course (AI fundamentals) and practical experience in hiring and HR are sufficient. To allow even those reading statutory provisions for the first time to follow along, terms are unpacked and explained whenever they appear for the first time. This course does not cover labor Litigation Representation, legal counsel on individual cases, or HR solution development.

Upon completing this book, you should be able to produce the following deliverables directly: a job posting review checklist, an application input item classification table, an Automated Decision response procedure document, an HR data processing legal basis memo, a vendor data terms checklist, performance evaluation AI usage guidelines, a monitoring introduction checklist, a fairness audit plan, and hiring AI operating rules. The hands-on tasks in each chapter guide you to create these deliverables one by one.

How this book is organized

The main text consists of five chapters in the same order as the exam domains. Chapter 1 covers inputs fed into AI (job postings and document screening criteria); Chapter 2 covers evaluations produced by AI and decisions based on them; Chapter 3 covers applicant and employee data flowing through all those processes; Chapter 4 covers post-hire HR operations and performance management; and Chapter 5 covers fairness audits and governance overseeing all of this. Concepts learned in earlier chapters are structured to be reused in later chapters. For example, the "proxy variable" in Chapter 1 reappears in the fairness audit of Chapter 5, and "meaningful human review" in Chapter 2 reappears in processing monitoring results in Chapter 4.

Each chapter consists of ten sections: Learning objectives, Introduction, Key concepts, Going deeper (trade-offs and edge cases), At work (hypothetical scenarios that also show discarded options), Common mistakes, Summary at a glance, Check the official docs, Self-check (explanations in Appendix B), and Hands-on tasks.

The appendices include a glossary (A), Self-check explanations (B), an exam-day guide (C), and a list of official documents cited in this book (D). It is recommended to read in chapter order initially, and when reviewing, to start with "Summary at a glance" and "Common mistakes" in each chapter.

The exam at a glance

AI Hiring and HR (AHR) is a Specialty course. The Specialty exam consists of 35 questions to be completed within 60 minutes, with a passing threshold of a raw score of 75% or higher. The free practice set consists of 10 questions and lasts 25 minutes.

Statutory questions are based on statutes in force at the time of the exam. Overseas standards (such as the U.S. Uniform Guidelines on Employee Selection Procedures) are covered only as methods for interpreting fairness metrics, and are not tested as laws directly applicable to Korean enterprises.

What the questions look like

Questions appear in five formats. Most first present a scenario from a hypothetical organization and then ask for the most appropriate judgment or action in that scenario.

There is one distinctive feature of the single-choice questions in this subject. The same set of options may appear alongside different scenarios, and when the scenario changes, the correct answer also changes. For example, in response to the question "Should this variable be removed?", if it is a variable confirmed to be irrelevant to the job, removing it is the correct answer; however, if it is a variable whose job-relatedness has been verified using in-house data, retaining it while documenting the rationale becomes the correct answer. You cannot solve them with the habit of merely reading options and selecting the "most model-like sentence." You must identify the fact in the scenario passage that determines the correct answer.

Distractor options are usually plausible practical habits. However, they are incorrect due to a single fact in the scenario. There are four common types. First, purely formal responses ("We obtained a consent form, so it is fine", "A human presses the final button, so it is fine"). Second, responses addressing symptoms instead of causes ("Set different cutoff scores by group"). Third, responses shifting responsibility to others ("Have the vendor respond", "Fix it if an applicant requests correction"). Fourth, excessive responses unfitted to the situation ("Stop all AI use"). The "Common mistakes" section in each chapter organizes these patterns chapter by chapter.

Six-week study plan

This plan is structured based on 40 to 60 minutes per day, 5 days per week. If you have extensive practical hiring experience, weeks 1 and 2 may be combined.

Notation and sources

Statutory citations. Statutory articles are written in formats such as "Article 37-2 (2)" for acts and "Article 44-3 (5) of the Enforcement Decree" for enforcement decrees. Articles cited without an act title refer to the act discussed in that section. When citing other acts, the name of the act is attached.

Verb strength. Verbs in statutory sentences indicate the strength of obligations.

Hypothetical organizations. Companies and individuals in the main text are all fictional names. They are not cases of actual enterprises.

Overseas standards. The four-fifths rule from the U.S. Uniform Guidelines on Employee Selection Procedures is introduced as a tool for interpreting outcome disparities between groups. This does not mean it applies as a legal standard to Korean enterprises.

Callout boxes. Note (NOTE) provides supplementary context, Tip (TIP) highlights points that must be remembered, Warning (WARNING) indicates areas where incidents frequently occur, and Example (EXAMPLE) presents tasks to try directly.